Aperture: Capability and Constraint Model of Recoverability

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Transcript of Aperture: Capability and Constraint Model of Recoverability

RestrictionsLossAn integrated framework for business continuity planning by David Lindstedt, PhDAperture: The Capability and Constraint Model of RecoverabilityCurrent Business Continuity? A mere collection of partsBusiness Impact Analysis (BIA)Risk AssessmentRTO, RPO, RTAExecutive SupportExercise and TestingWe need an integrated modelMore than disparate activities in a programMore than simple deliverablesMore than plan, do, check, actHow do we judge?Why these particular parts?How is each part performing?Could we replace old parts?A holistic frameworkPeopleThingsLocationsTimeScopeCostTimeCostScopePeopleThingsLocationsCaution: Some distinctionsAnswers the Question: WHAT is the range of IMPACTS for which we are planning?Setting the ScopeRecoverability: The ability to recover services, individually and/or holistically, following a physical and/or staffing loss.SustainabilityLife SafetyCrisis ManagementRisk ManagementIT Disaster RecoveryResilienceNot:Unexpected loss of:People: 26% - 51%Things: 25% - 90%Locations: 10% - 100%(all percentages are examples)Speculative Loss = Ranges for planning purposesActual Loss = Result of specific disasterCaution: Some distinctionsAnswers the Question: WHAT is the range of OPTIONS we expect to have [following a disaster]?Reduced Restrictions:(Scope is an inverse restriction)Restrictions = Ranges of post-disaster latitudeProgram restrictions = Ranges for the operations of your BC programAdditional time (more than standard operations)Additional money (more than standard budget)Reduced scope (fewer functions than standard operations)Project ManagementToo little or too much = Don't bother planningMix and match strategies at time of disasterMany deeply entrenched problems with time...False security of tabletop exercises and stand-alone tests Impossible predictions of future impactInability to keep pace with continuous changes Inaccurate mapping of interdependenciesInflated criticality of departments and services Protracted amount of time it takes to decide on and document time targets Wasted emotional capital wrangling with participants RamificationsEliminate time targetsAllow a new focus on scope and cost Eliminate the risk assessmentEliminate the BIAMeasure every step of continuity planning (metrics)Evaluate new procedures Found a disciplineEstablish a profession...but that's a topic for a book.Model copyright David Lindstedt 2016Quick Note:Feel free to share this presentation and use the model in your organization. Model copyright David Lindstedt 2016APERTUREWhat is the Job of the BC Practitioner?Set the Aperture (constraints)

All recovery takes place within the aperture of actual loss and restrictionsPMI's Project Management Body of Knowledge2004: 390 pages 2013: 589 pages 34 pages42 pagesBooks in just the last three years:• Creativity Inc.• Decisive• Drive• Lean In• Mindset• Rise• So Good They Can’t Ignore You• Start with Why• The Founder’s Dilemmas• The Lean Startup• The Seven Decisions• Thinking Fast and Slow• To Sell is Human• Zero to One

(But our model may inform them eventually...)1) Potential loss is a major driver of our efforts2) Most agree on an "all hazzards approach"Question to to planning participants:

When does service X have to be up and running after a disaster?Answer: It depends...contracts and legal considerationsestimated time to market or time to launch for in-flight projects and initiatives influences from the board of directors, stakeholders, shareholders, customers, competitors, and the marketleadership and management priorities liquidity, capital, and revenue streamsprofit, perception, promotion, and bonuses regulations and compliance requirements from federal, state, local, and other regulator and accrediting bodies the current business model, strategic goals, culture, visionthe post-disaster status of other organizations affected by the same disasterthe post-disaster status of other processes, functions, systems, and services the time of year, week, or dayor simply who happens to be in charge of recovery operations and who is in the war room at any given hour...

The professional's challenge: Disentangle time from business continuity(But that doesn't fit in an Excel cell, does it?)The constraints of Loss and Restriction set the bounds for everything we will do to plan for and recover from disaster. (Let that sink in...)We didn't:Do a BIADo a Risk AssessmentPress our agendaSet time targetsWe did:Obtained "surgical" buy-inEstablished a baselineMeasured progressMade it simple for participantsDelivered value fast and often

Improved capabilities!For more information:readinessanalytics.com@readinesstestcontinuity20.orgThank You!(2012)2015...and a little thing calledAGILE!It all suggests an alternative to traditional continuity planning...Our focus for today:TimeCostScopePeopleThingsLocationsAperture: Capability and Constraint Model of Recoverability((Dr. Lindstedt talks briefly about the Manifesto))